One of the toughest parts of your job is addressing underperformance. It’s never fun to have those difficult conversations, but when handled thoughtfully, they can be a real turning point—not just for the employee, but for your whole team. That’s where a Performance Improvement Plan (PIP) comes in. Done right, a PIP isn’t a punishment—it’s a tool for clarity, accountability, and support.
A PIP is a formal document that outlines specific areas where an employee’s performance needs to improve, along with concrete goals, timelines, and the resources available to help them succeed. It gives both you and the employee a shared understanding of what needs to change and how success will be measured.
Start by being specific. Vague language like “needs to improve attitude” won’t get you anywhere. Instead, identify exact behaviors or results that need attention—for example, “incomplete patient intake forms,” or “missed scheduling deadlines.” Then, outline what successful performance looks like, such as “accurate intake forms submitted by end of day,” or “schedule finalized and confirmed with providers each Friday by noon.”
Set a realistic timeline—typically 30, 60, or 90 days—and schedule regular check-ins to discuss progress. This isn’t a “set it and forget it” process. Frequent, supportive conversations can make a huge difference in how the employee responds. Keep the tone constructive. You’re not just documenting issues; you’re showing that you believe the employee can improve and that you’re here to help them do it.
Make sure the employee knows what support is available. That might include training, shadowing a more experienced coworker, or using a checklist to stay organized. If multiple team members have had similar issues, consider whether a systems or communication breakdown might be contributing—and fix that too.
Of course, not every PIP results in a turnaround. If performance doesn’t improve despite the plan, you’ll have the documentation you need to take further action. But when a PIP does work—and many do—it can completely transform someone’s confidence and contribution.
The key is to approach it as a coaching opportunity, not a disciplinary hammer. When you use a PIP with empathy, fairness, and follow-through, you’re not just protecting your office’s performance—you’re also building a culture where accountability and growth go hand in hand. Employees start to see that feedback isn’t something to fear—it’s part of how your team gets stronger.
And don’t forget: how you handle one PIP can echo far beyond the individual case. Other team members are paying attention. When they see that issues are addressed clearly, fairly, and with genuine support, it builds trust in your leadership. It shows that expectations are real, but so is your commitment to helping everyone meet them.
Finally, always take time at the end of the PIP period—regardless of the outcome—to meet with the employee and reflect. If they’ve succeeded, recognize their effort and growth. If they haven’t, be direct and respectful about next steps. Either way, you’re closing the loop and demonstrating that performance conversations are a two-way street, not a one-sided judgment.
Handled with care, a Performance Improvement Plan isn’t just a necessary HR tool. It’s a chance to lead with clarity, compassion, and strength—and to show that real leadership means helping people rise to meet challenges, not crushing them under the weight of them.
